We discuss a framework for analyzing interaction episode patterns that culminate in business relationship changes. A nomenclature for mapping and characterizing patterns of episodes that take place over time and within social space provides a new approach to relationship analysis. We introduce and define interacts as the building blocks of episodes and discuss the meaning and implications of episode valences. Building on ideas from Flanagan's [Flanagan, John C. The critical incident technique. Psychol Bull 1954; 51 (4): 327-358] critical incident technique, the new nomenclature includes critical events in which customers and suppliers make changes to resource ties and activity links that redefine a business relationship's structure. We employ network theory to evoke endogenous and exogenous influences on episodes. Also, we identify other influences on interactions and relationship change, including asymmetries in actor perceptions and information, tolerance zones for interpreting outcomes of episodes, difficulties perceiving patterns, and relationship entropy.

Purpose -Value appropriation is a central, yet neglected aspect in business exchange research. The purpose of the paper is to generate an overview of research on active value appropriation in business exchange and provide the foundation for further research into value appropriation, as well as some initial guidance for managers.Design/methodology/approach -Literatures investigating value appropriation were identified by the means of a systematic review of the overall management literature.Findings -We provide an overview and comparison of the literatures and find that they apply diverse understandings of the value appropriation process and emphasize different mechanisms and outcomes of value appropriation.Research limitations/implications -Based on the literature comparison and discussion, in combination with inspiration from alternative business exchange literature, we propose four areas with high potential for future research into value appropriation: network position effects, appropriation acts and behaviors, buyer-seller relationship effects, and appropriation over time.Practical implications -Boundary spanning managers acting in industrial markets must master the difficult balance between value creation and appropriation. This review has provided an overview of the many managerial options for value appropriation and created knowledge on the effects of the various appropriation mechanisms enabling managers to secure company rents while not jeopardizing value creation.Originality/value -To our knowledge, this paper represents the first attempt at reviewing the management literature on value appropriation in business exchange. We provide overview, details, comparisons, and frame a research agenda as a first step towards establishing value appropriation as a key phenomenon in business exchange research.

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Purpose -This paper aims to discuss the concepts of uncertainty, ambiguity, and conflict in business networks in relation to firm performance. The paper aims to argue that uncertainty, ambiguity, and conflict are useful concepts for understanding firm performance and the way companies cope with external barriers to their performance. Design/methodology/approach -The paper is a conceptual contribution based on a literature study and empirical observations by the authors. Findings -The model of external performance barriers indicates four different barriers, each based on a different logic, thus demanding different tools for addressing them.Research limitations/implications -The model establishes a better developed basis for further analysis of external performance barriers. The model is based on theoretical argumentation, and thus without empirical testing. Practical implications -Managers are encouraged to analyze the different external barriers and the impact of those on firm performance. Furthermore, potential ways of reducing barriers are presented to inspire managers to potential action. Originality/value -The paper contributes by developing a systematic view of external barriers of firm performance and potential managerial solutions to these barriers.